Virtual schools use different metrics to calculate course completion rates, making comparisons difficult. A survey of 86 US virtual schools found:
1. Trial periods for withdrawing from courses without penalty varied widely, from 1 to 185 days. Most common were 2-4 weeks.
2. Course completion definitions ranged from passing regardless of grade, to passing with a certain percentage. Most considered passing the course as completion.
3. Variability in these policies hinders comparing student retention and attrition across virtual schools. Standardizing metrics could facilitate more meaningful comparisons.
This document analyzes the performance of Grade 6 students at BOES Elementary School on the National Achievement Test (NAT) from SY 2006-2007 to SY 2008-2009. It found that the school's mean percentage score declined from SY 2006-2007 to SY 2007-2008 before improving slightly the following year. It also assessed the performance ratings of teachers handling NAT-related subjects, finding them to be consistently "very satisfactory". However, a moderate correlation was found between teachers' performance ratings and students' NAT results, not supporting the hypothesis of a perfect correlation. Recommendations include improving assessment tools and focusing instruction on skills tested in the NAT.
The national achievement test of grade six in relation to teachers' performan...DANCEL AGUSTINO UDQUIM
1) Student performance on standardized tests at a Manila public school decreased from 2006-2007 to 2007-2008 but increased slightly in 2008-2009, while teacher performance ratings remained very satisfactory.
2) A study found a moderate correlation between teacher performance ratings and student test scores, not supporting the hypothesis of a perfect correlation.
3) The teacher performance assessment tool may have led to overrating due to its self-rating nature, affecting the relationship to student outcomes. Improvements to assessment tools and instructional planning were recommended.
Thomas International suite of psychometric tools including behavioural
profiling, aptitude & ability tests, emotional intelligence, job profiling and 360 reports.
The document outlines the various costs associated with employee attrition. It discusses recruitment costs like advertising, agency fees, and interviewing. Training costs include orientation, department training, and the salaries of trainers. New employees are only 25% productive initially, rising to 50% by 5-12 weeks and 75% by 13-20 weeks. Additional costs include onboarding, manager time, filling vacancies, lost productivity and knowledge. Calculating attrition costs is difficult as expenses are both tangible and intangible, spanning from hiring to departure. Quantifying these factors can help understand the "crux of the matter - The attrition."
Donor Retention Education with Wayne Robbins - BloomerangBloomerang
https://bloomerang.co/retention
This session explores the Fundraising Effectiveness Project report commissioned by AFP and the Urban Institute. The dismal news in this report can and should be an eye opener for every nonprofit engaged in fundraising.
We will focus on the root causes of poor retention rates, and offer tips for improvement based on the principles of Dr. Adrian Sargeant and Tom Ahern: two world-renowned authorities on building donor loyalty. Sargeant and Ahern’s principles are based upon years of research conducted in the sector and can be used by any organization, whether you are a one-person shop or a large department. We will show examples of their principles in action. The results can be astounding when put into daily use!
Learning Outcomes:
- Be familiar with current research on donor retention and how an increase or decrease can impact your bottom line
- Understand how to calculate your donor retention rate
- Learn new donor communications techniques in order to improve donor loyalty and retention
This document discusses 360 degree performance appraisal. It defines 360 degree appraisal as a process that obtains feedback on an employee's performance from subordinates, peers, managers, customers, and the employee themselves. The document outlines the 360 degree appraisal process, describes what behaviors and competencies it measures, and discusses how feedback is obtained through questionnaires. Advantages include getting honest assessments from multiple perspectives, while disadvantages include potential bias, difficulty analyzing information, and negative impacts on employee motivation if not implemented correctly.
Designing a perfect 360 degree Performance assessment ModelDr .E. J. Sarma
This ppt shares the basic design aspects behind a 360-degree appraisal system.based on a true project implemented.this was integrated with a leadership succession plan.
This has been used to develop leadership in IT companies over a 5 year period.
The scores were used to pinpoint weakness areas and coach these managers to be great leaders enabling homegrown leaders
360 degree feedback involves collecting performance feedback on an individual from their manager, peers, direct reports, and other people who interact with them. This feedback is collected through questionnaires that rate things like leadership, communication skills, decision making, and expertise. The feedback is then analyzed and presented back to the individual and their manager. It is used primarily for development purposes like identifying strengths and weaknesses, but some organizations also use it for appraisal, pay, and promotion decisions. Key steps in implementing a 360 degree feedback program include defining objectives, selecting participants, developing the questionnaire, collecting and analyzing data, and providing feedback sessions.
This document analyzes the performance of Grade 6 students at BOES Elementary School on the National Achievement Test (NAT) from SY 2006-2007 to SY 2008-2009. It found that the school's mean percentage score declined from SY 2006-2007 to SY 2007-2008 before improving slightly the following year. It also assessed the performance ratings of teachers handling NAT-related subjects, finding them to be consistently "very satisfactory". However, a moderate correlation was found between teachers' performance ratings and students' NAT results, not supporting the hypothesis of a perfect correlation. Recommendations include improving assessment tools and focusing instruction on skills tested in the NAT.
The national achievement test of grade six in relation to teachers' performan...DANCEL AGUSTINO UDQUIM
1) Student performance on standardized tests at a Manila public school decreased from 2006-2007 to 2007-2008 but increased slightly in 2008-2009, while teacher performance ratings remained very satisfactory.
2) A study found a moderate correlation between teacher performance ratings and student test scores, not supporting the hypothesis of a perfect correlation.
3) The teacher performance assessment tool may have led to overrating due to its self-rating nature, affecting the relationship to student outcomes. Improvements to assessment tools and instructional planning were recommended.
Thomas International suite of psychometric tools including behavioural
profiling, aptitude & ability tests, emotional intelligence, job profiling and 360 reports.
The document outlines the various costs associated with employee attrition. It discusses recruitment costs like advertising, agency fees, and interviewing. Training costs include orientation, department training, and the salaries of trainers. New employees are only 25% productive initially, rising to 50% by 5-12 weeks and 75% by 13-20 weeks. Additional costs include onboarding, manager time, filling vacancies, lost productivity and knowledge. Calculating attrition costs is difficult as expenses are both tangible and intangible, spanning from hiring to departure. Quantifying these factors can help understand the "crux of the matter - The attrition."
Donor Retention Education with Wayne Robbins - BloomerangBloomerang
https://bloomerang.co/retention
This session explores the Fundraising Effectiveness Project report commissioned by AFP and the Urban Institute. The dismal news in this report can and should be an eye opener for every nonprofit engaged in fundraising.
We will focus on the root causes of poor retention rates, and offer tips for improvement based on the principles of Dr. Adrian Sargeant and Tom Ahern: two world-renowned authorities on building donor loyalty. Sargeant and Ahern’s principles are based upon years of research conducted in the sector and can be used by any organization, whether you are a one-person shop or a large department. We will show examples of their principles in action. The results can be astounding when put into daily use!
Learning Outcomes:
- Be familiar with current research on donor retention and how an increase or decrease can impact your bottom line
- Understand how to calculate your donor retention rate
- Learn new donor communications techniques in order to improve donor loyalty and retention
This document discusses 360 degree performance appraisal. It defines 360 degree appraisal as a process that obtains feedback on an employee's performance from subordinates, peers, managers, customers, and the employee themselves. The document outlines the 360 degree appraisal process, describes what behaviors and competencies it measures, and discusses how feedback is obtained through questionnaires. Advantages include getting honest assessments from multiple perspectives, while disadvantages include potential bias, difficulty analyzing information, and negative impacts on employee motivation if not implemented correctly.
Designing a perfect 360 degree Performance assessment ModelDr .E. J. Sarma
This ppt shares the basic design aspects behind a 360-degree appraisal system.based on a true project implemented.this was integrated with a leadership succession plan.
This has been used to develop leadership in IT companies over a 5 year period.
The scores were used to pinpoint weakness areas and coach these managers to be great leaders enabling homegrown leaders
360 degree feedback involves collecting performance feedback on an individual from their manager, peers, direct reports, and other people who interact with them. This feedback is collected through questionnaires that rate things like leadership, communication skills, decision making, and expertise. The feedback is then analyzed and presented back to the individual and their manager. It is used primarily for development purposes like identifying strengths and weaknesses, but some organizations also use it for appraisal, pay, and promotion decisions. Key steps in implementing a 360 degree feedback program include defining objectives, selecting participants, developing the questionnaire, collecting and analyzing data, and providing feedback sessions.
Performance Management System Mahindra N Mahindra Ltdalvareena
Mahindra & Mahindra Ltd uses a balanced scorecard approach to set goals at both the departmental and individual level. The performance management process involves setting key result areas (KRAs) for each employee through a workshop. Progress is reviewed mid-year and performance is appraised at the end of the year based on achieving KRAs and competencies. The overall performance rating is used to determine performance pay with consideration given to both business and individual performance.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The document summarizes the performance management system used by Bharat Heavy Electricals Limited (BHEL), a large Indian public sector manufacturing company. The key points are:
1. BHEL uses an electronic performance management system called e-MAP that establishes annual performance plans with key result areas, routine responsibilities, and development goals for executives and middle managers.
2. The e-MAP cycle includes performance planning, mid-year reviews, final reviews, and normalization to align individual scores based on company, unit, and department performance.
3. Normalization means high and low performers in different departments may receive different ratings even with the same final score, to account for variation in department performance against targets.
The document discusses attrition in organizations and measures to reduce it. It defines attrition as a reduction in employee numbers through retirement, resignation or death. The objectives of the study are to fulfill employee needs and aspirations, ensure satisfaction and coordination between employees and the organization. The scope includes recruitment policies and obtaining approval for new positions. Literature shows the IT industry has 30-35% attrition on average. Research analyzes attrition rates of top companies using interviews and questionnaires. Findings show recruitment is through walk-ins and benefits are provided to retain employees. Suggestions include rewards, flexible hours, career paths, benefits, and a diverse workforce.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
Analysis of Attrition & Employee engament activity at IDEA Cellular ltdalpana96
The ppt is my summer Internship Project at Idea Cellular ltd. The project was about Analysis of attrition in last 3 years in Idea, my findings on reasons of attrion and suggesting steps to reduce the churn rate. I also saw there suggessful implementation of those steps. I also worked on employee engagement acivities at idea cellular ltd.
The document discusses 360 degree performance appraisals. It provides an overview of what 360 degree appraisals are, how they work, their advantages and disadvantages. Specifically, it explains that 360 degree appraisals involve employees receiving anonymous feedback from those around them like superiors, peers, subordinates and customers. This feedback provides a holistic view on things like behavior, competencies, leadership effectiveness and how others perceive the employee. While time consuming and potentially shocking, 360 degree appraisals can provide valuable subjective feedback but companies must define their purpose and safeguard the process.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
This document provides an overview of 360-degree performance appraisals. It discusses the historical origins and development of 360-degree feedback, the concept and process, potential appraisers including superiors, self, peers, subordinates and customers. It outlines the contributions and cautions of each appraiser type. It also discusses factors for effective 360-degree feedback programs and common problems, concluding that when implemented properly it can lead to improved performance and motivation.
Chapter 7 Implementing a Performance Management SystemPreeti Bhaskar
This document discusses how to implement an effective performance management system. It recommends gaining buy-in through communication and training. The communication plan should explain what performance management is and how it benefits employees. Training should minimize rater biases and teach how to accurately evaluate performance. A pilot test allows working out issues before full implementation. Ongoing evaluation ensures the system meets its goals.
The document outlines a 7-step workforce planning process:
1. Review the strategic plan to provide context and scope for workforce planning.
2. Identify the functions needed to achieve strategic goals within the chosen scope.
3. Identify the staffing requirements and competencies needed to perform each function.
4. Project the future workforce supply after accounting for expected attrition.
5. Analyze gaps between staffing requirements and projected supply.
6. Develop priorities, solutions, and implement the best solutions to address gaps.
7. Continuously evaluate and adjust the plan to address new issues.
The document discusses attrition, which is defined as a reduction in employees through retirement, resignation, or death. Good attrition refers to less productive employees leaving, while bad attrition means high performers are leaving. There are different types of attrition like market-driven, workload-driven, and process-driven. Factors that influence attrition include pay, growth opportunities, work-life balance issues, and manager or team problems. The attrition rate formula is also provided. Managing attrition properly can help reduce costs while allowing an organization to remove low performers and make space for new talents.
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
Best practice employee engagement strategies 23 october 2014Charles Cotter, PhD
The document outlines best practice strategies for employee engagement presented by Charles Cotter. It defines employee engagement and discusses Gallup survey findings showing only 29% of US employees are engaged. Three key strategies for improving engagement are selecting the right people and managers, developing employees' strengths, and enhancing employees' well-being. Organizations that deeply integrate engagement into their strategy, accountability, communication, and development see the most benefit.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Texas public schools educate 5 million students. These students need meaningful coursework, not endless exams. Support an accountability system that emphasizes actual learning, not “teaching to the test.”
This document from the Hawaii Department of Education presents results from the Hawaii Statewide Assessment Program (HSAP) from spring 2007 to 2012. The HSAP contains the Hawaii State Assessment (HSA) in English and Hawaiian languages and the Hawaii State Alternate Assessment (HSAA). Approximately 96,300 students take the HSA each year and around 400 students take the HSAA. Reading and math proficiency rates on both assessments are presented by year along with participation rates. Proficiency rates are also broken down by grade level.
Stephanie McKendry 'The conflicting priorities of blended and inclusive learn...johnroseadams1
This document summarizes an interview with Dr. Stephanie McKendry about her research on replacing a successful campus-based pre-entry program for nursing students with a virtual version.
[1] Dr. McKendry conducted research through action research cycles involving interviews and evaluations. Her research found that replacing campus activities with online versions is limited and may threaten inclusivity by disenfranchising some learners.
[2] Interviews with students who attended the campus-based pre-entry program found that the "face time" and socialization aspects were most valuable in building confidence and community. Students were not confident that an online version could replicate these benefits.
[3] While blended learning can supplement
Effective course evaluation the future for quality and standards in higher ...surveyresults
The Future for Quality and Standards in Higher Education. Interviews with Senior Academics and Student Representatives on the topic of effective course and module evaluation
Performance Management System Mahindra N Mahindra Ltdalvareena
Mahindra & Mahindra Ltd uses a balanced scorecard approach to set goals at both the departmental and individual level. The performance management process involves setting key result areas (KRAs) for each employee through a workshop. Progress is reviewed mid-year and performance is appraised at the end of the year based on achieving KRAs and competencies. The overall performance rating is used to determine performance pay with consideration given to both business and individual performance.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The document summarizes the performance management system used by Bharat Heavy Electricals Limited (BHEL), a large Indian public sector manufacturing company. The key points are:
1. BHEL uses an electronic performance management system called e-MAP that establishes annual performance plans with key result areas, routine responsibilities, and development goals for executives and middle managers.
2. The e-MAP cycle includes performance planning, mid-year reviews, final reviews, and normalization to align individual scores based on company, unit, and department performance.
3. Normalization means high and low performers in different departments may receive different ratings even with the same final score, to account for variation in department performance against targets.
The document discusses attrition in organizations and measures to reduce it. It defines attrition as a reduction in employee numbers through retirement, resignation or death. The objectives of the study are to fulfill employee needs and aspirations, ensure satisfaction and coordination between employees and the organization. The scope includes recruitment policies and obtaining approval for new positions. Literature shows the IT industry has 30-35% attrition on average. Research analyzes attrition rates of top companies using interviews and questionnaires. Findings show recruitment is through walk-ins and benefits are provided to retain employees. Suggestions include rewards, flexible hours, career paths, benefits, and a diverse workforce.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
Analysis of Attrition & Employee engament activity at IDEA Cellular ltdalpana96
The ppt is my summer Internship Project at Idea Cellular ltd. The project was about Analysis of attrition in last 3 years in Idea, my findings on reasons of attrion and suggesting steps to reduce the churn rate. I also saw there suggessful implementation of those steps. I also worked on employee engagement acivities at idea cellular ltd.
The document discusses 360 degree performance appraisals. It provides an overview of what 360 degree appraisals are, how they work, their advantages and disadvantages. Specifically, it explains that 360 degree appraisals involve employees receiving anonymous feedback from those around them like superiors, peers, subordinates and customers. This feedback provides a holistic view on things like behavior, competencies, leadership effectiveness and how others perceive the employee. While time consuming and potentially shocking, 360 degree appraisals can provide valuable subjective feedback but companies must define their purpose and safeguard the process.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
This document provides an overview of 360-degree performance appraisals. It discusses the historical origins and development of 360-degree feedback, the concept and process, potential appraisers including superiors, self, peers, subordinates and customers. It outlines the contributions and cautions of each appraiser type. It also discusses factors for effective 360-degree feedback programs and common problems, concluding that when implemented properly it can lead to improved performance and motivation.
Chapter 7 Implementing a Performance Management SystemPreeti Bhaskar
This document discusses how to implement an effective performance management system. It recommends gaining buy-in through communication and training. The communication plan should explain what performance management is and how it benefits employees. Training should minimize rater biases and teach how to accurately evaluate performance. A pilot test allows working out issues before full implementation. Ongoing evaluation ensures the system meets its goals.
The document outlines a 7-step workforce planning process:
1. Review the strategic plan to provide context and scope for workforce planning.
2. Identify the functions needed to achieve strategic goals within the chosen scope.
3. Identify the staffing requirements and competencies needed to perform each function.
4. Project the future workforce supply after accounting for expected attrition.
5. Analyze gaps between staffing requirements and projected supply.
6. Develop priorities, solutions, and implement the best solutions to address gaps.
7. Continuously evaluate and adjust the plan to address new issues.
The document discusses attrition, which is defined as a reduction in employees through retirement, resignation, or death. Good attrition refers to less productive employees leaving, while bad attrition means high performers are leaving. There are different types of attrition like market-driven, workload-driven, and process-driven. Factors that influence attrition include pay, growth opportunities, work-life balance issues, and manager or team problems. The attrition rate formula is also provided. Managing attrition properly can help reduce costs while allowing an organization to remove low performers and make space for new talents.
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
Best practice employee engagement strategies 23 october 2014Charles Cotter, PhD
The document outlines best practice strategies for employee engagement presented by Charles Cotter. It defines employee engagement and discusses Gallup survey findings showing only 29% of US employees are engaged. Three key strategies for improving engagement are selecting the right people and managers, developing employees' strengths, and enhancing employees' well-being. Organizations that deeply integrate engagement into their strategy, accountability, communication, and development see the most benefit.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Texas public schools educate 5 million students. These students need meaningful coursework, not endless exams. Support an accountability system that emphasizes actual learning, not “teaching to the test.”
This document from the Hawaii Department of Education presents results from the Hawaii Statewide Assessment Program (HSAP) from spring 2007 to 2012. The HSAP contains the Hawaii State Assessment (HSA) in English and Hawaiian languages and the Hawaii State Alternate Assessment (HSAA). Approximately 96,300 students take the HSA each year and around 400 students take the HSAA. Reading and math proficiency rates on both assessments are presented by year along with participation rates. Proficiency rates are also broken down by grade level.
Stephanie McKendry 'The conflicting priorities of blended and inclusive learn...johnroseadams1
This document summarizes an interview with Dr. Stephanie McKendry about her research on replacing a successful campus-based pre-entry program for nursing students with a virtual version.
[1] Dr. McKendry conducted research through action research cycles involving interviews and evaluations. Her research found that replacing campus activities with online versions is limited and may threaten inclusivity by disenfranchising some learners.
[2] Interviews with students who attended the campus-based pre-entry program found that the "face time" and socialization aspects were most valuable in building confidence and community. Students were not confident that an online version could replicate these benefits.
[3] While blended learning can supplement
Effective course evaluation the future for quality and standards in higher ...surveyresults
The Future for Quality and Standards in Higher Education. Interviews with Senior Academics and Student Representatives on the topic of effective course and module evaluation
The document provides an overview of formative and summative assessments. Formative assessments are used to inform instruction and allow for adjustments, while summative assessments measure learning at particular points in time and are used for accountability. The document also lists upcoming topics and assignments for the course, including selecting a book, examining orthographic knowledge, and creating word cards for tutoring.
The rubric assesses capstone experiences used to evaluate program learning outcomes across four levels: initial, emerging, developed, and highly developed. It examines whether the relevant outcomes and evidence are clearly identified; whether the results are valid, reliable, and used; and whether students understand the purpose of the capstone experience. An effective capstone experience identifies concrete outcomes to assess, collects valid evidence using agreed-upon criteria, ensures reliable scoring through calibration, discusses results to improve student learning, and communicates the purpose to students.
AERA 2009 - Variability in U.S. Virtual School Policies Affecting Course Comp...Michael Barbour
This study examined trial period and course completion policies across U.S. virtual schools. It found that over 70% of schools had trial periods, averaging around 20 days, with most common lengths being 2-4 weeks. Wide variation existed in how schools defined course completions. The study calls for standardizing these metrics to allow for meaningful comparisons of quality indicators between schools. Future research should examine student characteristics related to attrition and compare policies to those in Canada. Standard metrics are needed for both internal and external reporting.
Presentation from International Assessment in Higher Education Conference, June 2015 on the evaluation of the use of formative thresholded assessment at the Open University Science Faculty.
This document discusses principles of language testing that test constructors should consider. It defines key terms like validity, reliability, practicality, authenticity, and washback/backwash. Validity refers to a test measuring what it intends to measure. Reliability is consistency of scores. Practicality considers resources. Authenticity matches real-world tasks. Washback/backwash is the influence of testing on teaching and learning. The document provides details on each principle to guide test construction.
During the 2010-2011 school year, two 4th grade classrooms (the treatment group) used the Wowzers online math program for about an hour per day instead of traditional textbooks, while two other classrooms (the control group) continued using textbooks. Standardized test results showed statistically significant differences between the groups that were coupled with large effect sizes favoring the treatment group. Additional standard-specific testing of the treatment group showed progress from fall to winter and winter to spring on individual math standards.
The document discusses issues related to implementing school-based assessment programs. It begins by noting the potential benefits of school-based assessment in validity and flexibility but also the need to ensure reliability, quality control, and quality assurance. It then examines five key issues for reliable school-based assessment: providing teachers with training and guidance, developing clear assessment criteria, establishing record keeping and moderation procedures, creating networks for teacher collaboration, and monitoring implementation. The document concludes by emphasizing the importance of ensuring adequate resources, expertise, and oversight when establishing a school-based assessment system.
Standardized tests are administered consistently to large groups of students to allow for comparisons across wide geographical areas. They typically consist of multiple choice and true/false questions. While they aim to be objective, standardized tests also have disadvantages. They may not accurately reflect a student's knowledge and can encourage cheating. They also assume all students have similar educational backgrounds.
The document provides information about Redhawks High School including:
- The district has 4,100 students from working middle class families across grades K-12.
- The school uses various models and systems to guide instruction including a total quality learning management model, integrated systems model of knowing, collaborative strategic plan, and performance pyramid.
- The school emphasizes accountability, communication, continuous improvement, integrity, respect, and maintaining a positive learning community.
The document discusses principles of testing including practicality, reliability, validity, authenticity, and backwash. It provides details on how to ensure tests are practical, reliable, valid, and authentic. Reliability can be impacted by student factors, raters, test administration conditions, and test design. Validity includes content, criterion-related, and construct validity. Authenticity means the test tasks correspond to real-world language tasks. Backwash refers to how a test impacts teaching and learning - a test should support good teaching and provide feedback to improve teaching.
Similar to AECT 2009 - On Measuring Attrition: An Examination U.S. Virtual School Trial Period and Course Completion Policies (15)
OTESSA 2024 - Design Principles for K-12 Online Learning: A Comparative Revie...Michael Barbour
LaBonte, R., Childs, E., & Barbour, M. K. (2024, June). Design principles for K-12 online learning: A comparative review of standards and theoretical models [Paper]. Open/Technology in Education, Society, and Scholarship Association Annual Conference, Montreal, QC.
CIDER 2024 - State of the Nation: K-12 e-Learning in CanadaMichael Barbour
Barbour, M. K., & LaBonte, R. (2024, May). State of the nation: K-12 e-learning in Canada [Webinar]. Canadian Institute of Distance Education Research.
DLAC 2024 - L’état de l’apprentissage électronique de la maternelle à la 12e ...Michael Barbour
Barbour, M. K., LaBonte, R., & Mongrain, J. (2024, February). L’état de l’apprentissage électronique de la maternelle à la 12e année au Canada [Poster]. Digital Learning Annual Conference, Austin, TX.
DLAC 2024 - State of the Nation: K-12 e-learning in CanadaMichael Barbour
Barbour, M. K., & LaBonte, R. (2024, February). State of the nation: K-12 e-learning in Canada [Poster]. Digital Learning Annual Conference, Austin, TX.
LaBonte, R., Barbour, M. K., & Childs, E. (2024, February). Comparing CANeLearn design principles for K-12 online learning with researched models & standards: Principles to guide quality policy & practice [Panel]. Digital Learning Annual Conference, Austin, TX.
SITE Interactive 2023 - Meet the Editors: Publishing About K-12 Online and Bl...Michael Barbour
Barbour, M. K., & Rice, M. (2023, August). Meet the editors: Publishing about K-12 online and blended learning research and practice [Keynote]. Society for Information Technology and Teacher Education Interactive, online.
SITE Interactive 2023 - Where Did We Go Wrong? An Exploration of the Failure ...Michael Barbour
Barbour, M. K., Hodges, C. B., & Rice, M. (2023, August). Where did we go wrong? An exploration of the failure to prepare for mass school closure [Panel]. Society for Information Technology and Teacher Education Interactive, online.
ICETOL 2023 - Shaping the Future of Teacher LearningMichael Barbour
Hodges, C. B., & Barbour, M. K. (2023, June 19). Shaping the Future of Teacher Learning [Paper]. International Conference on Educational Technology and Online Learning, Cunda/Ayvalık, Turkey
EDEN 2023 - Digital Teacher Education for a Better Future: Recommendations fo...Michael Barbour
Barbour, M. K., & Hodges, C. B. (2023, June 19). Digital teacher education for a better future: Recommendations for teacher preparation for an online environment [Paper]. Annual Meeting of the European Distance Education Network, Dublin, Ireland.
BOLTT 2023 - CANeLearn Research: Applications for Practice (French)Michael Barbour
Barbour, M. K., & LaBonte, R. (2023, May). CANeLearn research: Applications for practice [Panel]. Bringing Online Learning Teachers Together, Ottawa, ON.
BOLTT 2023 - CANeLearn Research: Applications for Practice (EnglishMichael Barbour
Barbour, M. K., & LaBonte, R. (2023, May). CANeLearn research: Applications for practice [Panel]. Bringing Online Learning Teachers Together, Ottawa, ON.
TUC Research Day 2023 - State of the Nation: K-12 e-Learning in CanadaMichael Barbour
This document summarizes a study on K-12 distance, online, and blended learning in Canada. It begins by noting that most previous research had focused on programs in the United States, with little known about initiatives in other parts of North America like Canada. The goals of the study were to understand how these programs are governed in each Canadian province/territory and the level of participation. Data was collected through surveys of education ministries, interviews, and a review of documents. The findings showed participation growing each year, with the most populated provinces like Ontario and Alberta having the highest numbers and per capita involvement. It also described the mix of centralized provincial programs and those run through local school districts. The document concludes by noting ongoing work to
Barbour, M. K., Moore, S., & Veletsianos, G. (2023, April). Questionable-cause logical fallacy and modality scapegoating: Synthesis of research on mental health and remote learning [Paper]. A part of the “Examining the Impact of COVID-19 on Education Systems Around the World” at the Annual Meeting of the American Educational Research Association, Chicago, IL.
AERA 2023 - Teaching During Times of Turmoil: Ensuring Continuity of Learning...Michael Barbour
Barbour, M. K., & LaBonte, R. (2023, April). Teaching during times of turmoil: Ensuring continuity of learning during school closures [Paper]. As part of the “Examining the Impact of COVID-19 on Education Systems Around the World” at the Annual Meeting of the American Educational Research Association, Chicago, IL.
CIDER 2023 - State of the Nation: K-12 E-learning in CanadaMichael Barbour
Barbour, M. K., & LaBonte, R. (2023, March). State of the nation: K-12 e-learning in Canada [Webinar]. Canadian Institute of Distance Education Research.
The document summarizes a panel discussion on K-12 online and blended learning across Canada. The panelists represented the Canadian eLearning Network, Touro University, Vista Virtual School Alberta, Ignite Centre for eLearning Alberta, Ontario eLearning Consortium, and CAVLFO.
The panel discussed current practices in each Canadian province, with many moving towards more centralized online learning programs. Key trends included a focus on blended learning at the classroom level and ensuring online learning is integrated into regular teaching practice. While models vary between centralized and decentralized approaches, completion rates do not significantly differ depending on the approach; success depends more on teacher quality.
The discussion concluded by emphasizing that online learning continues to grow in importance despite challenges during
DLAC 2023 - Design Principles for Digital Learning and NSQOL Standards: Commo...Michael Barbour
LaBonte, R., & Barbour, M. K. (2023, February). Design principles for digital learning and NSQOL standards: Commonalities & differences [Contributed Talk]. Digital Learning Annual Conference, Austin, TX.
DLAC 2023 - State of the Nation: K-12 e-Learning in CanadaMichael Barbour
Barbour, M. K., & LaBonte, R. (2023, February). State of the nation: K-12 e-learning in Canada [Poster]. Digital Learning Annual Conference, Austin, TX.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
NIPER 2024 MEMORY BASED QUESTIONS.ANSWERS TO NIPER 2024 QUESTIONS.NIPER JEE 2...
AECT 2009 - On Measuring Attrition: An Examination U.S. Virtual School Trial Period and Course Completion Policies
1. How are virtual schools calculating course completion rates?
Abigail Hawkins Dr. Michael K. Barbour
Brigham Young University Wayne State University
Introduction Results Trial period length by days (n = 57) Conclusions
There has been a rapid proliferation of virtual schools Of the 159 sampled, 86 schools responded to the survey, a There was a significant variation in trial period length and
throughout the United States. One challenge of such rapid 54.1% response rate varying by school type and region. 1
course completion definitions. We found that trial periods were a
growth has been adopting common metrics across virtual 3
fairly common practice among virtual schools and varied in
schools to measure quality. Currently, no common metrics exist 7 length. We also found that the majority of schools defined a
to calculate course completion rates Percentage of schools sampled & respondents 8 successful course completion as passing the course, though
(Pape, Revenaugh, Watson, and Wicks 2006; 10 there was wide variation in what percentage constituted a
Smith, Clark, and Blomeyer 2005, Watson and Ryan 2006). % of % of 14 “passing grade.” This documented variability strengthens the
v
Unfortunately completion rates are a key indicator commonly 15 call to standardize course completion metrics (Pape et al., 2006;
used to measure the quality of virtual schools (Blomeyer and
Characteristics Sample Respondents Length
Smith et al., 2005; Watson et al., 2007).
20
School Type in days
Dawson 2005). The absence of a common metric makes it 21
difficult to draw comparisons on student retention and attrition Cyber Charter 21.1 18.6 28 The implications of this study are a need greater transparency
v
among virtual schools. For Profit 5.6 1.2 30 and consistency in policies to facilitate meaningful comparisons
35 of retention rates. Though schools can have their internal
Multi-district / 6.8 8.1 60 policies for calculating course completions, for statistical and
Policies that may affect completion rates Consortium >179 reporting purposes, all virtual schools should be required to start
Trial period policy: Period when students can withdraw from a Private 13.0 14.0 counting students at the same time and in the same manner.
0 2 4 6 8 10 12 14
course with no penalty and not be counted as officially being Single-district 30.4 30.2 Ideally, when and how students are counted ought to be similar
enrolled (Watson et al., 2008). Number of Schools Figure 3. to how brick and mortar schools calculate course
State-led 14.9 18.6
completions, thus allowing for meaningful comparisons of
Completion definition policy: Determination of students who University-led 6.8 9.3 retention rates among virtual schools and brick and mortar
are officially counted as successfully completing a course. Total Percentage 100% 100% Course completion definitions schools.
Some schools define a student as completing a course if they
All but two of the 86 schools provided qualitative definitions of a
master the material, others if they pass the course with a 60% Region completion. There was wide variation ranging from from “remaining Results from this study also provide a scope of polices currently
or better, and others if they simply remain in the course. Central States 25.5 26.7 in the course regardless of the grade” to passing the course with an in practice that can aid policymakers’ efforts to create common
Northeastern States 11.2 9.3 A- or better. Responses fell into three main categories: (1) metrics among virtual schools.
Research Questions completion of the course within the allotted time frame regardless of
Southeastern States 20.5 22.1
1. What are the trial period policies for US virtual the grade received, (2) completion of the course within an allotted
Western States 41.6 41.9 time frame with a passing grade, and (3) deferring judgment to the
schools?
Total Percentage 100% 100% brick and mortar school the student physically attends. Chi Square
a. How much variability exists across different types of
virtual schools and regions of the country?
Prevalence of trial periods
Test for Independence (p=.05) indicated no significant relationships Literature cited
between completion definitions and school type nor geographical Blomeyer, R. L. and M. Dawson. 2005. Policy context of virtual schools. In
2. How do US virtual schools define course completions? location. Virtual Schools: Planning for Success,eds. Z. L. Berge and T. Clark, 61-
Majority of schools Defer Judgment
a. How much variability exists across different types of 76. New York: Teachers College Press.
sampled had trial periods 4%
50 virtual schools and regions of the country? Pape, L., M. Revenaugh, J. Watson, and M. Wicks. 2006. Measuring
(59 out of 86). No
outcomes in K-12 online education programs: The need for common
40 Trial
All but 1 state-led school Perio
metrics. Distance Learning 3 (3): 51-59.
30 Figure 1. States with had trial period. d 31% Smith, R., T. Clark, and R. L. Blomeyer. 2005. A synthesis of new research on
Significant K-12 Online Grade
Trial K-12 online learning. Naperville, IL: Learning Point Associates.
20 Programs Cyber charter and private Perio Irrelevant
Figure 4. Course completion Watson, J. F., and J. Ryan, 2006. Keeping pace with k-12 online learning: A
10 schools were evenly split. d 69% 33%
definitions where grade is or review of state-level policy and practice. Vienna, VA: North American
Grade Relevant is not a determining factor in Council for Online Learning. Available online at
0 Michael, I pulled these figures from
Northeastern states least 63% counting students as http://www.kpk12.com/downloads/KeepingPace_2006.pdf
1994 1997 2005 2006 2007 2008 several sources – CELT, Clark, & All
of Watson’s keeping pace docs. How
successful completers.
likely to have trial periods
do I cite this? Watson, J. F., and J. Ryan. 2007. Keeping pace with k-12 online learning: A
(only 28.6% compared to review of state-level policy and practice. Vienna, VA: North American
70% Western and 83.3% Figure 2. Percent of schools Council for Online Learning. Available online at
Southeastern). with and without a trial period. http://www.kpk12.com/downloads/KeepingPace_2007.pdf
Examples of variation where grade is relevant
Length of trial periods
Methods Trail period lengths ranged from 1 day to 185 days. Definition n For further information
Surveyed 159 schools taken from NACOL’s 2007 Online Passing course 37 Please contact Abby Hawkins at abbyhawkins7@gmail.com or Dr. Michael Barbour
Mean length was 19.61, when two extreme outliers were excluded. Passing course and final 2 at mkbarbour@gmail.com.
Learning
Clearinghouse List and state-led schools listed in Watson’s 2 and 4 week trial periods were the most common, accounting for over Completing four quarters with 60% or better 2 The entirety and more detailed discussion of the literature, methods, findings, and
(2007) 50% of trial period lengths. See Figure 3. Passing with D/64% or better 1 implications will be printed in the AECT 2009 Conference Proceedings.
Keeping Pace with K12 Online Learning.
6
One instance where an event, the submission of the first assignment, Passing with C-/70% or better
Emailed three-question survey directly to
principal, director, or marked the end of a trial period. Passing with B-/80% or better 4
registrar when possible. Passing with A-/90% or better 1
No significant difference between trial period length by school type or
Made 4 contact attempts (2 by email, fax, telephone) to geographic location according to one-way ANOVA test. Total 53
increase
response rates.
Sampled only K-12 virtual schools thatdo I need to mention the
Michael,
were state approved Michael, check out the side bar on
regionally accredited. goegraphy and virtual school type the far left off tof the ppt slide to see
taxonomy and where we got them an alternative view (table) of course
from? completion definition information.